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INTRODUCTION
This tool presents the outcomes of an occupational analysis for CULTURAL MANAGERS. The Cultural Human Resources Council (www.culturalhrc.ca) strives to be at the centre of vision and forward thinking in the area of cultural human resources development. CHRC brings together representatives of arts disciplines and cultural industries in the cultural sector to address the training and career development needs of cultural workers – artists, creators, technical staff, managers and all others engaged professionally in the sector, including the selfemployed. The HR Tool Competencies for Cultural Managers can be used by individuals to evaluate their own skills and to determine areas where they should pursue additional training. On a corporate level, this material can be applied in defining job profiles, developing competency-based professional development programs, negotiating and customizing training programs, developing career planning programs, recruitment profiles and individual position descriptions. ABOUT THE CULTURAL MANAGERS Cultural managers manage staff in an arts, culture or heritage organization, institution or enterprise, whether employed or on contract. They may be the most senior management or administrative staff person of an organization (the Chief Executive Officer, Executive Director, General Manager, etc.), or the person responsible for a particular portfolio of work defined by a department, program or project. The HR Tool Competencies for Cultural Managers is based on a conceptual framework designed by John Kotter1 , professor of Organizational Behavior at the Harvard Business School. According to Kotter, any individual in a position of formal authority must combine two essential roles:

• The role of leader, i.e., the ability to direct and mobilize people and/or
their ideas

• The role of manager, i.e., the ability to ensure that the right things are
done right at the right time in a consistent and orderly fashion. The HR Tool Competencies for Cultural Managers demonstrate the importance and interrelation of these two roles. It identifies – in conjunction with four (4) key responsibilities – also derived from Kotter’s framework – the general areas of competencies and skills that are associated with each of these roles.

John P. Kotter. A Force for Change. How Leadership Differs from Management, The Free Press, 1990, 180 pages.

1. Develop and maintain relations with the Board 2. Encourage and facilitate artistic development 3. Provide orientation to new staff 4. Promote positive relations with community 5. Develop and maintain relationships with internal and external stakeholders 6. Develop and maintain partnerships 7. Develop and maintain relationships with donors 8. Develop and maintain peer networks 9. Lead advocacy efforts 10. Solicit support from the private sector 11. Solicit government support 12. Build volunteerism for the organization

A MANAGER must be able to:
B. DEVELOP A STRATEGIC PLAN AND ESTABLISH BUDGET

A LEADER must be able to:
G. GUIDE EVOLUTION AND GENERATE SIGNIFICANT CHANGES, WHEN NECESSARY 1. Develop and implement new approaches / processes 2. Develop and implement new program(s) / service(s) / project(s)

1. Support and encourage creativity and innovation 2. Build and maintain teamwork 3. Mentor staff 4. Encourage professional development 5. Recognize and reward individual and team contributions 6. Provide assistance and guidance to the Board, to peers, staff members, artists and collaborators 7. Reinforce expectations and targets for stakeholders 8. Develop a sense of ownership within the community and amongst stakeholders 9. Manage human dimension of change

4. Provide guidance on the development and review of governance structure and policies
4.1 Encourage and facilitate the constituting of a governance review process of the Board • Develop and maintain a working relation with the Board Chair and with other Board members • Educate as to industry norms 4.2 Encourage and support governance best practices and due diligence • Inform Board members of external opportunities for Board development • Facilitate Board training • Educate as to consequences of poor governance practices 4.3 Facilitate policy development • Ensure meeting practices (planning, agenda setting, preparation and minute taking) • Ensure communication with Board • Prepare and present items 4.4 Ensure ongoing review of by-laws, constitution and other legal document • Bring Board attention to current deficits and weaknesses in legal documents General Competencies Persuade (J6), Demonstrate integrity and ethical behavior (K2), Give and receive constructive criticism (K13)

5. Establish ethical standards (*)
5.1 Plan

* The subskills and important actions linked to Establish ethical standards: permission to use this text granted by the Society for Human Resource Management (SHRM).

• Use collected information to develop an outline • Report findings to leadership

COMPETENCIES FOR CULTURAL MANAGERS 5.3 Draft code of ethics • Define / consider the organization’s core values • Consider the latest development in the laws and regulations affecting the industry • Write as simply and as clearly as possible, (i.e., avoid legal jargon and empty generalizations) • Respond to real-life questions and situations • Provide resources for further information and guidance • Make the code user-friendly in all its forms • Submit code to leadership for review • Field-test the code and make any final revisions • Submit code to legal counsel for review • Obtain Board approval of final draft 5.4 Decide on a communications and education strategy • Determine who needs the information • Determine on how to best communicate it in a cost effective manner 5.5 Revise and update the code • Revisit guidelines, examples and situations in light of changes that may have occurred and / or new issues that may have arisen General Competencies Demonstrate integrity and ethical behavior (K2), Demonstrate analytical skills (K3), Write clearly and concisely, Demonstrate verbal skills (J2)

COMPETENCIES FOR CULTURAL MANAGERS 5.3 Develop plans to meet the organization’s long and short-term requirements • Ensure optimal use of people from inside and from outside the organization • Ensure a mix of full-time, part-time and contractual workers • Incorporate contingency arrangements General Competencies Think strategically (I1), Plan (I2), Demonstrate thoroughness and attention to details (K17)

2. Encourage and facilitate artistic development
2.1 Maintain special ties with professionals of the same or related fields 2.2 Participate in and organize artistic development activities 2.3 Facilitate emergence of new artistic projects 2.4 Set-up artistic committees or an equivalent entity to generate new projects in artistic creation General Competencies Demonstrate a ‘feu sacré’ for the arts (K1), Exercise leadership (I5), Organize (I3)

3. Provide orientation to new staff
3.1 Help the new employee feel secure • Plan Welcome and Day 1 • Designate co-workers to provide personal assistance • Introduce new staff member to colleagues and other key people

11. Solicit government support
11.1 Develop and maintain relationships with elected officials 11.2 Develop and maintain relationships with governmental departments, agencies, … • Facilitate government participation in events and activities • Establish and take advantage of relationship building opportunities • Integrate Board participation in the ‘schmooze’ program 11.3 Source potential avenues of support • Ensure compliance with program standards • Contact officials responsible for guidance and support (make them part of the process) 11.4 Write proposals (also see B14) • Meet criteria • Develop budget • Meet deadlines 11.5 Follow-up and track • Meet ‘file manager’ on regular basis and / or elected officials • Express recognition General Competencies

2. Build and maintain teamwork
2.1 Create conditions to facilitate sharing of information and experience 2.2 Rally team members around the organization’s vision and objectives 2.3 Communicate expected behaviors and attitudes between team members 2.4 Set and communicate team objectives 2.5 Involve team in addressing issues and solving problems 2.6 Participate in informal team activities General Competencies Exercise leadership (I5), Solve problems (I6)

9. Manage human dimension of change
9.1 Enable employees to understand the reason for change and how they will benefit from it • Identify reasons for concern • Respond to concerns • Find linkages between the goals of the organization and the employees’ goals 9.2 Facilitate employee adaptation to change • Provide adequate information and training • Involve employees all through the change process (ex.: by delegating mandates, seeking opinions / suggestions, etc.

III. CARRY OUT THE ‘BIG PLAN’ F. A MANAGER must be able to: IDENTIFY, SOLVE PROBLEMS AND PERFORM ADMINISTRATIVE DUTIES 1. Supervise human resources
1.1 Monitor employee progress • Hold regular follow-up meetings with employee • Give employees the opportunity to participate and to use their own initiative 1.2 Take corrective action, if necessary • Deal with problems in an honest and timely manner • Give the reasons for problems or decisions • Make an attempt to see the employee’s point of view General Competencies Develop trust (K8), Demonstrate coaching skills (I7), Exercise judgment (K4), Make decisions (I4)

6. Evaluate fund-development results
6.1 Measure outcomes against objectives 6.2 Debrief on what went right and what went wrong or could have gone better 6.3 Identify potential improvements • Benchmark • Consult with staff and expert(s) • Survey best practices

8. Evaluate team and individual employee performance
8.1 Measure performances against objectives / mandates 8.2 Debrief on what went right and what went wrong or could have gone better 8.3 Identify potential improvements • Practice benchmarking • Involve team and employees individually • Survey best practices • Facilitate access to training and / or professional development opportunities

And to accomplish the previously described professional competencies I. A CULTURAL MANAGER must be able to: DEMONSTRATE MANAGEMENT SKILLS 1. Think strategically
1.1 Identify issues and opportunities for one’s own organization • See the ‘big picture’ • Anticipate trends, future needs and requirements 1.2 Recommend changes and / or new services • Identify various scenarios • Select optimal scenario

10. Delegate
10.1 Assign work according to the skills, abilities and potential of staff 10.2 Give staff the necessary degree of responsibility and authority to accomplish tasks 10.3 Provide clear directions 10.4 Make provisions for follow-up

11. Demonstrate sensitivity to cultural diversity
11.1 Demonstrate sensitivity to values, codes of conduct and other cultural / social characteristics of a specific milieu 11.2 Accept to adjust while remaining true to oneself

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COMPETENCIES FOR CULTURAL MANAGERS

And to accomplish the previously described professional competencies J. A CULTURAL MANAGER must be able to: DEMONSTRATE COMMUNICATION SKILLS 1. Write clearly and concisely
1.1 Use appropriate vocabulary and terminology 1.2 Comply with grammar rules 1.3 Organize complex information to facilitate understanding

COMPETENCIES FOR CULTURAL MANAGERS 7.2 Persuade / argue (see J6) • Present / defend one’s position with emphasis on its benefits for the other party(ies)

7.3 Find a win-win arrangement / settlement • Try to understand position of other party(ies) • Identify items / issues where a compromise is possible

8. Display tact and diplomacy
8.1 Assess relevance of communicating sensitive information, opinion or decision 8.2 Choose appropriate time and place 8.3 Use appropriate tone and words 8.4 Conclude on a positive note

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COMPETENCIES FOR CULTURAL MANAGERS

And to accomplish the previously described professional competencies K. A CULTURAL MANAGER must be able to: DEMONSTRATE PERSONAL SKILLS / TRAITS 1. Demonstrate a ‘feu sacré’ for the arts
1.1 Display passion and belief in art 1.2 Display assertiveness 1.3 Display perseverance and determination

4. Exercise judgment
4.1 Analyze a situation • Refrain from drawing hasty conclusions • Gather information before voicing an opinion, committing oneself or making a decision • Consider viewpoints and ideas expressed by others • Distinguish between a fact, a perception and the interpretation of a fact 4.2 Draw pertinent conclusions • List a series of possible solutions • Assess their positive and negative impacts • Take action and / or adopt adequate behavior

11. Manage stress
11.1 Prioritize tasks and assignments 11.2 Work effectively on several tasks or assignments at the same time 11.3 Meet demanding deadlines 11.4 Control one’s emotions when facing resistance or hostility 11.5 Exert a positive influence in crisis situations

12. Manage time
12.1 Assess time realistically 12.2 Make a sensible and effective use of one’s time 12.3 Focus on priorities 12.4 Meet deadlines 12.5 Reduce interruptions

15. Manage one’s professional development
15.1 Keep abreast of trends and developments 15.2 Use changes occurring in the workplace as opportunities for professional development and growth 15.3 Define / update a professionnal development plan

16. Demonstrate creativity
16.1 Explore new ideas based on intuition 16.2 Generate a great number of new and original ideas 16.3 Link ideas that, on the surface, do not appear to ‘fit together’

17. Demonstrate thoroughness and attention to detail
17.1 Perform tasks to the necessary standards of accuracy and quality 17.2 Identify and address details that ensure a smooth operation

18. Demonstrate, utilize and share one’s knowledge of the cultural sector
18.1 Demonstrate knowledge and understanding of the main current and future challenges and issues facing one’s organization, the subsector to which it belongs and the cultural sector in general 18.2 Demonstrate knowledge of the public and private funding organizations dedicated to cultural development 18.3 Utilize one’s knowledge of the cultural sector and of its resources to promote the interest and development of one’s organization, its stakeholders and the cultural community in general 18.4 Provide counselling assistance to the Board members, staff, artists, and to other internal and external collaborators and partners 18.5 Stay current